Strategic planning management

ABSTRACT

An information technology (IT) strategic management system (and corresponding methodology) that enhances efficiency and effectiveness of IT planning processes and projects is provided. In particular aspects, the systems commence with a review of current IT state and strategy influencers. The state is analyzed to establish (or alternatively, to update) a strategy summary. The strategy summary can be presented for leadership approval and subsequently communicated to stakeholders for deployment.

CROSS-REFERENCE TO RELATED APPLICATIONS

This application claims priority to and is a continuation of U.S.Non-Provisional patent application Ser. No. 12/342,052 (Attorney DocketNo. 106750.34US) entitled “STRATEGIC PLANNING MANAGEMENT”, filed on Dec.22, 2008. The entirety of the above-noted application is incorporated byreference herein.

BACKGROUND

Today, in many corporations, IT (information technology) defines thecapability of IT strategic planning as a process of translating companypriorities, in conjunction with business partner objectives, to buildvalue-focused technology offerings that are aligned with businessservices. This broad IT strategy can serve as a foundation for designingsound IT products and services.

Most often, IT business strategy is business-driven, based upon adefined set of inputs and drivers. It describes how technology willsupport an organization's business goals and strategies. One principalpurpose is to create understanding, to promote interaction, andultimately to receive IT governance approval. Approval of capability andfunction strategies empowers the organizational leaders (e.g.,Accountable Capability Leaders (ACLs) and Function Leaders) to executeon their strategies.

For example, the ACLs are usually accountable for the a large number ofcore capabilities of IT and work with other responsible leaders toensure there are single processes, consolidated policies/standards,benchmarking measures and a strategic plan in place. ACLs span acrossthe IT organization. The Function Leaders are leaders within TechnologyServices and organizationally accountable for the core functions of TechServices.

IT strategic planning is a core capability of an organization's ITOperating Model (ITOM). Strategy Development is a core step included inthe ITOM lifecycle for capability improvement. Unfortunately,conventional approaches to IT strategic planning are manually intensivewhich leads to inefficiency and large expense. Additionally, becausetraditional IT strategic planning approaches require human input andfacilitation, they are also prone to human error, procrastination andmistake which increase inefficiency and expense.

SUMMARY

The following presents a simplified summary of the innovation in orderto provide a basic understanding of some aspects of the innovation. Thissummary is not an extensive overview of the innovation. It is notintended to identify key/critical elements of the innovation or todelineate the scope of the innovation. Its sole purpose is to presentsome concepts of the innovation in a simplified form as a prelude to themore detailed description that is presented later.

The innovation disclosed and claimed herein, in one aspect thereof,comprises IT (information technology) strategic management systems (andcorresponding methodologies) that enhance efficiency and effectivenessof IT planning processes and projects. In particular aspects, thesystems commence with a review of current IT state and strategyinfluencers. The state is analyzed to establish (or alternatively, toupdate) a strategy summary. The systems are enabled by specializedcomputer-implemented components that gather, search, retrieve, solicit,analyze, transform, present, and communicate information related tostrategic IT summaries.

Via specific components, strategists participate in strategycollaboration sessions to refine and/or adapt strategies as desired orappropriate. The strategy can be presented to leadership for approvaland subsequently communicated or deployed to team members and/orstakeholders. The subject innovation provides mechanisms and componentsby which organizations can improve efficiency, effectiveness, andperformance in developing and implementing IT process strategies.

To the accomplishment of the foregoing and related ends, certainillustrative aspects of the innovation are described herein inconnection with the following description and the annexed drawings.These aspects are indicative, however, of but a few of the various waysin which the principles of the innovation can be employed and thesubject innovation is intended to include all such aspects and theirequivalents. Other advantages and novel features of the innovation willbecome apparent from the following detailed description of theinnovation when considered in conjunction with the drawings.

BRIEF DESCRIPTION OF THE DRAWINGS

FIG. 1 illustrates an example strategic planning management system inaccordance with aspects of the innovation.

FIG. 2 illustrates an example flow chart of procedures that facilitateassessment in accordance with an aspect of the innovation.

FIG. 3 illustrates an example flow chart of procedures that facilitateanalysis in accordance with an aspect of the innovation.

FIG. 4 illustrates an example flow chart of procedures that facilitatesummary management in accordance with an aspect of the innovation.

FIG. 5 illustrates an example flow chart of procedures that facilitatecollaboration in accordance with an aspect of the innovation.

FIG. 6 illustrates an example flow chart of procedures that facilitateapproval management in accordance with an aspect of the innovation.

FIG. 7 illustrates an example flow chart of procedures that facilitatedeployment in accordance with an aspect of the innovation.

FIG. 8 illustrates an example team site home page in accordance with anaspect of the innovation.

FIG. 9 illustrates an example search user interface (UI) in accordancewith an aspect of the innovation.

FIG. 10 illustrates an example strategy search in accordance with anaspect of the innovation.

FIGS. 11A & B illustrate an example UI for viewing strategies inaccordance with an aspect of the innovation.

FIGS. 12A & B illustrate an example capabilities UI in accordance withan aspect of the innovation.

FIG. 13 illustrates an example UI instructions page for creating andediting strategy summaries in accordance with an aspect of theinnovation.

FIG. 14 illustrates an example detail strategy view UI in accordancewith aspects of the innovation.

FIG. 15 illustrates an example home page that illustrates documentationlinks in accordance with aspects of the innovation.

FIG. 16 illustrates an example portion of a strategy template inaccordance with an aspect of the innovation.

FIG. 17 illustrates a block diagram of a computer operable to executethe disclosed architecture.

DETAILED DESCRIPTION

The following terms are used throughout the description, the definitionsof which are provided herein to assist in understanding various aspectsof the subject innovation.

Artifact refers to an object produced or shaped by human craft. It isused in this documentation to refer to tools or documents.

Influencers refer to internal and external factors that influence IT(information technology) strategic planning decisions. Some examples ofinternal influencers are corporate goals, business partner goals, andsecurity considerations. External influencers include industry trends,emerging technology, and peer comparisons, among others.

IT Operating Model (ITOM) refers to a model that represents a wayenterprise IT operates as a high-performing services provider. Itprovides the foundational structures necessary for operating, managing,and evolving IT as the business and environment change.

IT Strategy refers to a business-driven strategy based on apredetermined, defined, or inferred set of inputs and drivers. Itdescribes how technology will support enterprise business strategies.Some principal purposes are to create understanding, to promoteinteraction, and ultimately to receive IT governance approval. Thesuccess of the overall IT Strategy relies on the cumulative effect ofmultiple underlying supporting strategies produced by the IT Capabilityand Function groups.

IT Strategic Planning refers to a core capability of the IT OperatingModel (ITOM), and Strategy Development is a core step included in theITOM lifecycle for capability improvement. IT defines the capability ofIT Strategic Planning as the process of translating company priorities,in conjunction with business partner objectives, to build value-focusedtechnology offerings that are aligned with business services. The broadIT strategy will serve as a foundation for designing sound IT productsand services.

Strategy refers to a long-term (or short-term) plan of action designedto achieve a set of business priorities or goals. An organization'sstrategy can provide guidance for defining functional and divisionalplans.

Strategic Planning generally refers to an organization's process ofdefining its strategy and making decisions on allocating its resourcesto pursue this strategy, including its capital and its people.

Toolkit is a group of tools designed to facilitate the StrategicPlanning Process. In aspects, the IT Strategic Planning toolkit caninclude at least five IT Strategic Planning components and two datarepositories:

-   -   IT Strategic Planning Introduction    -   IT Strategic Planning Toolkit    -   IT Strategy    -   IT Strategy Influencers    -   Technology Planning Guide    -   IT Strategy Summaries    -   Detailed IT Strategies

Vision Statement refers to a declaration of what the organization wantsto become. IT's vision statement describes the future sought to createin support of the corporate priorities and business strategies, goals,and objectives.

Strategy Map is a diagram that describes how an organization createsvalue by connecting strategic objectives in explicit cause-and-effectrelationship with each other in Balance ScoreCard objectives (e.g.,financial, customer, processes, learning, and growth).

IT Governance refers to the responsibility of the board of directors,leaders, and executive management. It consists of the leadership andorganizational structures and processes that ensure IT sustains andextends the organization's strategies and objectives.

Capability refers to an activity that is important for IT to effectivelyplan, manage, and deliver technology solutions to business partners andcustomers. These activities span across the IT organization.

The innovation is now described with reference to the drawings, whereinlike reference numerals are used to refer to like elements throughout.In the following description, for purposes of explanation, numerousspecific details are set forth in order to provide a thoroughunderstanding of the subject innovation. It may be evident, however,that the innovation can be practiced without these specific details. Inother instances, well-known structures and devices are shown in blockdiagram form in order to facilitate describing the innovation.

As used in this application, the terms “component” and “system” areintended to refer to a computer-related entity, either hardware, acombination of hardware and software, software, or software inexecution. For example, a component can be, but is not limited to being,a process running on a specialized processor, a processor, an object, anexecutable, a thread of execution, a program, a specialized machineand/or a computer. By way of illustration, both an application runningon a server and the server can be a component. One or more componentscan reside within a process and/or thread of execution, and a componentcan be localized on one computer and/or distributed between two or morecomputers.

As used herein, the term to “infer” or “inference” refer generally tothe process of reasoning about or inferring states of the system,environment, and/or user from a set of observations as captured viaevents and/or data. Inference can be employed to identify a specificcontext or action, or can generate a probability distribution overstates, for example. The inference can be probabilistic—that is, thecomputation of a probability distribution over states of interest basedon a consideration of data and events. Inference can also refer totechniques employed for composing higher-level events from a set ofevents and/or data. Such inference results in the construction of newevents or actions from a set of observed events and/or stored eventdata, whether or not the events are correlated in close temporalproximity, and whether the events and data come from one or severalevent and data sources.

While certain ways of displaying information to users are shown anddescribed with respect to certain figures as screenshots, those skilledin the relevant art will recognize that various other alternatives canbe employed. The terms “screen”, “web page”, and “page” are generallyused interchangeably herein. The pages or screens are stored and/ortransmitted as display descriptions, as graphical user interfaces, or byother methods of depicting information on a screen (whether personalcomputer, PDA, mobile telephone, or other suitable device, for example)where the layout and information or content to be displayed on the pagecan be stored in memory, database, or another storage facility.

Referring initially to the drawings, FIG. 1 illustrates a system 100that enables IT strategic planning management in accordance with aspectsof the innovation. While numerous components are illustrated in relationto the IT strategic planning management system 100, it is to beunderstood that the innovation as described herein is not intended to belimited merely by the combination of all of the components shown inFIG. 1. Rather, it is to be appreciated that the combination ofcomponents shown in FIG. 1 is but one aspect of the innovation.Similarly, it is to be understood that other aspects can employ a subsetof the components (and corresponding processes)—these alternativeaspects are to be included within the scope of the innovation and claimsappended hereto.

Generally, system 100 can include an assessment component 102, analysiscomponent 104, summary manager component 106, collaboration component108, management approval component 110, and a deployment component 112.Together, these components (102-112) facilitate IT strategic planningmanagement in accordance with aspects. Each of these components(102-112) as well as their respective processes, features, functions andbenefits will be described with regard to the figures set forth below.Additionally, it is to be understood that each of the describedcomponents can be enabled by way of specialized computers and associateduser interfaces (UIs), processors, analyzers, renderings, etc.

The assessment component 102 facilitates review of current state andstrategy influencers. Essentially, this component 102 enables a thoroughreview of the existing current state and the strategy influencers. Itwill be understood that these inputs can influence the foundation of thestrategy.

The analysis component 104 can be employed to evaluate the current stateof a business situation. For example, in order to determine the primaryfocus of a two to three year strategy, an analysis of the current statecan be performed to collect findings and priorities.

The summary manager component 106 can be used to create and/or update astrategy summary. In operation, the summary management component 106 canprovide an interface (or series of UIs) which facilitates strategysummary entry. Essentially, the interface can provide a series of formsand templates that guide a user through various components of an ITstrategy summary, which can include:

-   -   Vision and Rationale for Change;    -   Current State as it relates to People, Technology, Process &        Delivery;    -   Future State as it relates to People, Technology, Process &        Delivery;    -   Upcoming Year Initiatives and Financial Projections as they        relate to People, Technology, Process & Delivery;    -   Strategy Timeline Strategy Overview for presentation; and    -   Strategy Metrics.

It is to be understood that the series of forms, templates and UIs usedin connection with the innovation as described herein can adapt basedupon user input and analysis thereof. In other words, as a user inputsdata, subsequent UIs can be selected based at least in part upon thecontent of the date inputted into a previous UI.

The collaboration component 108 enables users to participate in strategycollaboration sessions. For example, strategists can present theirstrategies in multiple (e.g., two) sets of collaboration sessions, firstwith architecture, workforce management and process officerepresentatives and second with capability and function leaders.Capability and function leaders can use information gathered in thesessions as input into their strategies. Here, capability and functionleaders will be able to provide input into a subsequent period (e.g.,next year's) strategies, for example via adaptable UIs.

The management approval component 110 enables users to present theirstrategy to leadership for approval. In other words, leaders andmanagement can have the ability to review strategies developed by thecapability and function leaders. Once the strategy has been reviewed andapproved, the IT leader can be empowered to execute on the strategy.

The deployment component 112 enables approved strategies to becommunicated to interested parties. Here, once the strategy has beenapproved by leadership, the processes of the deployment component 112can be employed to further communicate further to team members andstakeholders. Capability leaders will have their strategy linked totheir ITOM capability page.

FIG. 2 illustrates an example methodology or process flow of anassessment component 102 in accordance with an aspect of the innovation.While, for purposes of simplicity of explanation, the one or moremethodologies (or process flows) shown herein, e.g., in the form of aflow chart, are shown and described as a series of acts, it is to beunderstood and appreciated that the subject innovation is not limited bythe order of acts, as some acts may, in accordance with the innovation,occur in a different order and/or concurrently with other acts from thatshown and described herein. For example, those skilled in the art willunderstand and appreciate that a methodology could alternatively berepresented as a series of interrelated states or events, such as in astate diagram. Moreover, not all illustrated acts may be required toimplement a methodology in accordance with the innovation. Additionally,as described above, the features, functions, and benefits of each act ofthe process flows can be implemented by way of adaptable UIs and otherdata processing components.

Generally, the assessment component 102 enables a user to review acurrent strategy and to consider a set of influencers on the strategyearly in the overall planning process. As illustrated, at 202, it can beparticularly helpful to review previous or existing strategydocumentation and strategy performance metrics. This informationidentifies some basis for changes that should be incorporated in a newstrategy. As the strategic planning process is adopted, a user should beable to review the previously documented strategy summary.

At 204, the current IT strategy can be produced by the strategicplanning team and vetted with leadership. As described herein, theinnovation can enhance IT vision, IT guiding principles,business-translated strategies, high-level strategic statements of ITcapabilities and functions, and the architecture stack for newdevelopment.

Strategy influencers are reviewed at 206. Here, it is to be understoodthat strategy influencers can include both internal and externalinfluencers. Example influencers are listed below:

Internal Influencer Checklist:

-   -   Corporate Priorities, Business Strategies and IT Goals &        Objectives;    -   Recent IT Performance;    -   Current IT Challenges;    -   Capability & Function Analysis;    -   Risk Analysis:    -   Financial Analysis;    -   Workforce Management Analysis;    -   Application Portfolio Analysis;    -   Policies & Standards;    -   Quality Management; and    -   Existing Future State Process Models.

External Influencer Checklist:

-   -   Industry Trends & Emerging Technology;    -   Globalization;    -   Vendor Management; and    -   Benchmarking.

A technology planning guide is reviewed at 208. Given the breadth oftechnology used within many organizations, it is prudent to becomefamiliar with current technologies. The information outlined in thisguide highlights key technology projects and initiatives with thepotential to impact planning for the next 6 to 12 months, or otherdesignated time period.

Finally, with regard to the assessment component 102, related strategysummaries can be reviewed at 210. To understand the perspective andfuture state plans of closely related capabilities and functions, a usershould review their strategy summaries. Accordingly, the assessmentcomponent 102 provides for a search function to view other summaries,for example summaries on the IT strategic planning team site. The usercan browse each of the strategies individually, or can perform searchesof designated topics as desired.

Turning now to FIG. 3, an example process flow diagram of an analysiscomponent 104 is shown. To determine the primary focus (e.g.,priorities) of the future state, an analysis of the current situationcan be performed. In one aspect of the innovation, one very effectivemethod is a SWOT analysis (also known as TOWS analysis). The SWOTanalysis is a technique for understanding strengths and weaknesses, andfor evaluating the opportunities and threats at issue.

What makes SWOT particularly powerful is that it can help uncoveropportunities that can be taken advantage of in the planning process. Itis to be understood that by understanding the weaknesses of thebusiness, one can manage and eliminate threats that would otherwise becaught unexpectedly. The SWOT analysis can also be applied tocompetitors. As this is completed, one will begin to see how and wherecompetition is beneficial.

By using the SWOT framework to evaluate an organization and applicablecompetitors, one can start to craft a strategy that distinguishes thecompetitors. This strategy can assist to compete successfully in themarket. Carrying out this analysis will often be illuminating—both interms of pointing out what needs to be done, and in putting problemsinto perspective. Strengths and weaknesses are often internal to anorganization. Opportunities and threats often relate to externalfactors. For at least these reasons, the SWOT analysis is sometimesreferred to as Internal-External.

At 302, strengths of the current state are determined. For instance,interface input pages (e.g., adaptable UIs) facilitate entry of specificinformation. By way of example, the following questions can help todetermine strengths:

-   -   What advantages does your organization, capability, or function        have?    -   What do you do better than anyone else?    -   What unique or lowest-cost resources do you have access to?    -   What do people in your market see as your strengths?

These questions can be considered from an internal perspective, and fromthe point of view of customers and people in the market. It is to beappreciated that, in looking at strengths, it is beneficial to thinkabout them in relation to competitors. For example, if all competitorsprovide high-quality products, then a high-quality production process isnot a strength in the market; it is often considered a necessity.

At 304, weaknesses of current state are determined. For instance,interface input pages facilitate entry of specific information. Forexample, the following questions will help to determine weaknesses:

-   -   What could you improve?    -   What should you avoid?    -   What are people in your market likely to see as weaknesses?

Similar to strengths, weaknesses can be considered from an internal andexternal basis—for example, do other people seem to perceive weaknessesthat you do not see? Are your competitors doing any better than you? Inestablishing a planning strategy, it is particularly helpful to berealistic upon the planning stage to therefore face any unpleasanttruths early in the process.

Opportunities are determined or established at 306. Here, the followingquestions can be asked to determine opportunities:

-   -   Where are the good opportunities facing you?    -   What interesting trends are you aware of?

It will be understood that useful opportunities can come from:

-   -   Changes in technology and markets on both a broad and narrow        scale;    -   Changes in government policy related to your field;    -   Changes in social patterns, population profiles, lifestyle        changes, etc.; and    -   Local events.

A useful approach to looking at opportunities is to look at strengthsand determine whether any of the strengths lead to any opportunities.Alternatively, it is helpful to determine whether any opportunities canbecome available by eliminating weaknesses.

Continuing with the discussion of the example process flow of theanalysis component 104, at 308, threats can be determined by gatheringinformation, for example, by way of interface input screens, forms ortemplates. In one aspect, the following queries can help to determinethreats:

-   -   What obstacles do you face?    -   What is your competition doing?    -   Are the required specifications for your job, products or        services changing?    -   Is changing technology threatening your position?    -   Are there issues with the costs of your services?    -   Could any of your weaknesses seriously threaten your business?

After reviewing all the inputs and drivers of the strategy, a list ofthe key goals and objectives or priorities that are sought to achieve inthe next two to three years (or other time period) can be compiled at310. This list of priorities will aid in the creation of the futurestate strategy statements.

Referring now to FIG. 4, an example process flow of an example summarymanager component 106 is shown. In accordance with the summary managercomponent 106, a series of input screens and/or templates can beemployed to gather information used to establish the summary. In oneaspect, the strategy summary template is developed by a team ofresponsible IT strategists. This team can establish templates thatenable a good high-level strategy to be generated by documenting vision,rationale for change, current and future states, and the next-yearinitiatives and financial projections for the people, technology,process, and delivery dimensions. This example is illustrated in theprocess flow of FIG. 4.

At 402, vision and rationale for change can be documented. In anexample, input screens, pages, forms, or templates can be provided inorder to gather information used to establish the summary. The visioncan be a two- to three-year obtainable objective. For instance, whatdoes ‘finished’ look like? The vision can describe the target state ofcapability, function, or organization that can be accomplished in two tothree years, or some other desired period.

People perspective is documented (or established) at 404. Consideringthe People/Workforce Management dimension of capability, function, ororganization and using the inputs, drivers and priorities collected asdescribed supra, the future state, the current state, the next-yearinitiatives, and the financial projections associated with the statedinitiatives can be gathered or established.

-   -   The future state describes major changes required to enable        target workforce objectives to become a reality;    -   The current state describes the current situation with regard to        workforce;    -   The next-year initiatives articulate the high-level tasks that        will lead to tangible results, ultimately achieving the        target/future state (e.g., consider 90-day increments); and    -   The financial projections include the statements of costs and        savings, depicting the projected efficiencies or costs related        to workforce throughout the vision cycle.

Considering the technology dimension of capability, function, ororganization and using the inputs, drivers, and priorities collected inthe previous section of this document, the future state, current state,next-year initiatives, and the financial projections associated with thestated initiatives at 406, information can be gathered to assist indevelopment of the summary. For example:

-   -   The future state should describe the major changes required to        enable target technology objectives to become a reality;    -   The current state describes the current situation with regards        to technology;    -   The next-year initiatives articulate the high-level tasks that        will lead to tangible results, ultimately achieving the        target/future state (e.g., consider 90-day increments); and    -   The financial projections include the statements of costs and        savings, depicting the projected efficiencies or costs related        to technology throughout the vision cycle.

At 408, considering the process dimension of capability, function, ororganization and using the inputs, drivers, and priorities collected inthe previous section of this document, list the future state, currentstate, next-year initiatives, the financial projections associated withthe stated initiatives can be gathered to assist in generation of asummary. For example:

-   -   The future state should describe the major changes required to        enable target process objectives to become a reality;    -   The current state describes the current situation with regards        to process;    -   The next-year initiatives articulate the high-level tasks that        will lead to tangible results, ultimately achieving the        target/future state (e.g., consider 90-day increments); and    -   The financial projections include the statements of costs and        savings, depicting the projected efficiencies or costs related        to process throughout the vision cycle.

Considering the delivery dimension of capability, function, ororganization at 410 and using the inputs, drivers, and prioritiescollected in the previous section of this document, the future state,current state, next-year initiatives, the financial projectionsassociated with the stated initiatives can be gathered to assist inestablishment of the summary. For example:

-   -   The future state should describe the major changes required to        enable target customer delivery objectives to become a reality;    -   The current state describes the current situation with regards        to customer delivery and roll-out;    -   The next-year initiatives articulate the high-level tasks that        will lead to tangible results, ultimately achieving the        target/future state (e.g., consider 90-day increments); and    -   The financial projections include the statements of costs and        savings, depicting the projected efficiencies or costs related        to customer delivery and roll-out throughout the vision cycle.

At 412, a strategy timeline can be established or documented—thestrategy timeline can lay out the initiatives planned for the upcomingyear to achieve the documented future state. The timeline can highlightmost any dependencies associated with each of the initiatives. Thetimeline can assist in socializing strategy with leadership and teammembers responsible for the capability, function, or organizationalobjectives.

Finally, strategy metrics can be documented at 414. As part of anongoing effort to improve the strategic planning process, metrics can beemployed to measure strategies. When establishing a strategy,performance metrics can be employed to enhance effectiveness and successof the strategy.

Turning now to a discussion of the collaboration component 108, FIG. 5illustrates an example process flow in accordance with an aspect of theinnovation. Here, the strategists, capability, and function leaders canhave an opportunity to discuss and review the strategies, architecture,workforce, and process strategies in one or a series of collaborationsessions. These sessions can be facilitated, supplemented or otherwiseenabled by way of data presentation (e.g., via UIs). In examples, thedata can be organized, ranked, etc. based at least in part uponpreference, policy, type, content, etc. The strategists can include theinput collected in their strategies for the next year (or other timeperiod). The capability and function leaders can include the input intheir refreshed strategy that is to be completed by the end of the year(or other time period).

At 502, architecture, workforce, and process collaboration sessions canbe held. In one example, the first collaboration session will occurafter the strategy has been approved by their business partner andbefore the strategies are communicated out more broadly to ITleadership. Most often, this session will include strategists,architecture, workforce and process representatives.

At 504, capability and function leader collaboration sessions can beheld. Here, the strategists can update their strategies based on inputcollected in the first session before the second collaboration session.In aspects, there can be approximately one month (or other time period)between each collaboration session. The second session will includestrategists, capability leaders and function leaders. In the example,capability leaders and function leaders will use the informationcollected as input into their strategies to be updated by the end of theyear. In this session the capability and function leaders will have theopportunity to provide input into the subsequent (e.g., next year's)strategies for the different areas.

Finally, at 506, results are documented and updates (if applicable) areapplied to the strategy. Here, the strategists, capability leaders, andfunction leaders will update their strategies based on the inputcollected (or otherwise determined) in each of the collaborationssessions (502, 504).

Turning now to FIG. 6, an example process flow of a management approvalcomponent 110 is shown. The strategies developed can be reviewed withleadership for vetting and approval. Function leaders can review theirstrategies as part of their quarterly functional plan review. Once thestrategies are approved, the strategy leader is empowered to execute onthe two- to three-year (or other term) strategy and initiatives.

At 602, a summary presentation can be generated. The strategy can bepresented to leadership in a format that is easy to review and decision.The innovation's strategy team site (for example, as shown in thefigures that follow) is designed to allow a user to generate a reportand an overview map from the strategy summary. Each strategy leader hasthe ability to enter the strategy content in different formats. Thus,after generating the full strategy report and map, the user can reviewwhat is generated to make sure it can be vetted and reviewed easily. Inaspects, content can include bullets or other formatting for better orefficient review. Essentially, the innovation supports most any reportconfigurations which provide the format for vetting and review. Inaddition to web-based input pages, it is possible for the content of thestrategy summary to be placed in a word processing or other text-basedtemplate or form.

A summary timeline can be generated (and presented) at 604. For example,the innovation can generate a timeline from the tasks listed in theinitiatives portion of the strategy. In other aspects a spreadsheettemplate can be employed to generate a timeline of the initiativesplanned to achieve the future strategy.

Milestones are summarized at 606—either within the strategy summary, aword processor template, or in a separate document, important points tothe strategy can be summarized. Here, the plans that are most criticalto the success of the strategy can be highlighted to leadership.

The strategy can be presented to leadership at 608. The strategicplanning team can produce a schedule for vetting and presenting thecapability strategies to the CIO/CTO forum. In one aspect, the CTO canhave a quarterly review schedule for the functional plans, including thedeveloped functional strategies. The user can be proactive indetermining when they will be required to review strategies so as tohave adequate time to complete and socialize your strategy components.

Results are documented and updates applied at process stage 610. Afterthe strategy is vetted and reviewed by leadership, one should allow timefor rework and updates based on the input received from leadership.After the updates are complete, the strategy can be posted (orre-posted) to the strategic planning team site. Additionally, it ispossible to verify or ensure that it can be accessed from the differentaccess points. For example, each capability can have a capability sitewith a link to its strategy. The strategy link can connect to thestrategy summary stored on the strategic planning team site. If it isdecided to complete a detailed strategy document that too can be storedon the strategic planning team site—an example team site is shown in thefigures that follow.

Referring now to FIG. 7, an example process flow of a deploymentcomponent 112 is shown in accordance with an aspect of the innovation.Essentially, the deployment component 112 enables strategies to becommunicated intra- and inter-organization as desired or appropriate.This communication can facilitate collaboration and enhance integrationof strategies.

At 702, a strategy is posted, for example upon a team accessible site.It is to be understood that the site can be accessible via an enterpriseintranet, the Internet, or other network. In one aspect, the strategycan be posted to the team site, but if it was chosen to develop thestrategy using another documentation tool (e.g., Web form, wordprocessor template . . . ), the content can be posted into a strategysummary template or to the team site. It will be understood that, byadding to the strategy summary repository, other IT leaders can search,retrieve, and view the strategy.

The strategy can be linked to accessible sites at 704. Continuing withthe example, using the Web site in which the process and strategydocuments were posted, links could be added for the new or updatedstrategy. Additionally, it is to be appreciated that metadata and othertags together with indexing can be applied to a strategy to facilitateeffective search and retrieval.

A communications plan can be created and/or updated at 706. Here, theplan can be communicated based upon a user or organizational preferenceor policy. The user can develop a communication plan for communicatingdeliverables and changes, if applicable. Additionally, the method inwhich the user would like to communicate the strategy to leadership,team members, and more broadly in the organization can be added to theplan.

At 708, the communications plan can be executed—Following thecommunications plan, which should take into account the collaborationwith other organizations, capabilities, and functions, appropriatecommunications can be sent out to appropriate stakeholders, leaders,etc.

Finally, the strategy can be communicated at 710. For example, thestrategic planning team can assist in communicating out the approvedstrategy by documenting and distributing the highlights in an ITcommunication (e.g., newsletter, group mailing, electronic mail,bulletin board . . . ).

In accordance with the example process flows of each component (102-112)described supra, it is to be understood that the functionality of eachof these components (102-112) enable data collection, analysis,manipulation, transformation, search/retrieval, presentation, etc. asdescribed with regard to each of the processes. For example, data can beautomatically input and collected by way of templates and forms.Additionally, as described above, adaptable forms and templates can beincorporated. As well, the data can be analyzed whereby a strategy orsummary can be generated, stored, and communicated as appropriate ordesired. For instance, the information can be generated, stored, and/orcommunicated based at least in part upon a preference, policy, orinference.

Following is a discussion of an example IT strategic planning team siteto create, update, search and view summaries and detailed strategydocuments. FIG. 8 illustrates a link on an example team site page 800which launches instructions to create and edit strategy summaries. Asshown in the screen shot 800 of FIG. 8, a user is able to navigate theUI screens in order to establish strategy plans and summaries. It is tobe understood that the components of system 100 of FIG. 1 are used toestablish the appropriate interfaces as well as to effect the backendprocessing and transformations associated therewith.

FIG. 9 illustrates an example search UI 900 in accordance with aspectsof the innovation. One of the primary objectives of creating thestrategy repository is to facilitate searches across strategy summariesand detailed strategy documents. In the example, the search capabilityis located at the top right corner of the IT strategic planning teamsite as shown in FIG. 9.

An example search is illustrated in FIG. 10. As illustrated in theexample of FIG. 10, a search screen 1000 illustrates a search for items(e.g., summaries and documents) that contain the word “Oxmoor”. As shownin screen print 1000, a list of summary forms and documents that containthe search criteria (e.g., “Oxmoor”) are retrieved and rendered to theby way of the UI. It will be understood that the search, retrieval, andrendering functionality is effected by way of the components of system100 of FIG. 1.

FIGS. 11A & B and 12A & B illustrate UI screen prints 1100 and 1200respectively that relate to viewing, reporting, and printing strategies.For ease of viewing strategies across CIO groups, capabilities, andfunctions, tabular views can be accessible from the home page. Withineach of the tabs, a user can expand the types of strategies documentedand view the core components of the strategy by selecting each of theview links. The user can also view and print a full report of thestrategy. Access to the strategy overview maps and strategy timeline canalso be added to these views as desired.

FIG. 13 illustrates an example UI screen 1300 that facilitates creatingand updating strategies in accordance with aspects of the innovation.For creating and updating strategies, the Strategy Summary Creation &Updates link (UI 1300) on the home page can be used rather than thetabular views. The team sites can be equipped with views set upspecifically for creating and editing forms created within the team siteas appropriate or desired. As will be understood, the navigation isoften clearer using these views. The tabular views provide access andviewing of the strategy content.

After the user selects the Strategy Summary Creation & Updates link onthe left navigation menu (as illustrated in UI 1300), a list ofstrategies will appear. To access an existing strategy, the user canselect the icon to the left of the strategy title. If it is desired tocreate a new strategy, the new item option at the top of the page abovethe list of strategies can be selected. The list shows the most recentlyupdated strategies, thus, it is possible to be able to easily find adesired strategy. It is to be appreciated that the configuration andlayout of UI 1300 (as well as other UIs described herein) are examplesof the features, functions, and benefits of particular aspects of theinnovation. As such, these specific aspects are not intended to limitthe innovation in any manner. Rather, other aspects exist that includealternative content and configurations—these alternative aspects are tobe included within the scope of the innovation and claims appendedhereto.

Turning now to FIG. 14, an example UI 1400 that facilitates viewingdetailed strategies in accordance with aspects of the innovation isshown. In a particular aspect, for access to the detailed strategydocuments, a user can select the Detailed Strategy Documents linklocated on the top left corner of the IT Strategic Planning team site asillustrated in UI 800 of FIG. 8. As shown in FIG. 14 and UI 1400, thedetailed documents can be located in folders broken down by type ofstrategy.

With reference now to FIG. 15, the CIO Strategy Documentation Links canbe employed to reference related topics. FIG. 15 illustrates an examplehome page UI 1500 that makes available strategy documentation links. Inother words, to reference related topics, a user can employ the links onthe rightmost section of the IT Strategic Planning home page (1500).Additionally, other useful links can be added by selecting the Add newlink option as shown in UI 1500. The user can also communicate anadditional request to one of the strategic planning contacts listed inthe introduction of this document.

As described supra, in aspects, Web-based templates can be employed toenter or gather strategic planning data. In alternative aspects, wordprocessing or other text-based templates or forms can be employed togather data related to IT planning. An example portion (1600) of atemplate or form is illustrated in FIG. 16.

Referring now to FIG. 17, there is illustrated a block diagram of acomputer operable to execute the disclosed architecture. In order toprovide additional context for various aspects of the subjectinnovation, FIG. 17 and the following discussion are intended to providea brief, general description of a suitable computing environment 1700 inwhich the various aspects of the innovation can be implemented. Whilethe innovation has been described above in the general context ofcomputer-executable instructions that may run on one or more computers,those skilled in the art will recognize that the innovation also can beimplemented in combination with other program modules and/or as acombination of hardware and software.

Generally, program modules include routines, programs, components, datastructures, etc., that perform particular tasks or implement particularabstract data types. Moreover, those skilled in the art will appreciatethat the inventive methods can be practiced with other computer systemconfigurations, including single-processor or multiprocessor computersystems, minicomputers, mainframe computers, as well as personalcomputers, hand-held computing devices, microprocessor-based orprogrammable consumer electronics, and the like, each of which can beoperatively coupled to one or more associated devices.

The illustrated aspects of the innovation may also be practiced indistributed computing environments where certain tasks are performed byremote processing devices that are linked through a communicationsnetwork. In a distributed computing environment, program modules can belocated in both local and remote memory storage devices.

A computer typically includes a variety of computer-readable media.Computer-readable media can be any available media that can be accessedby the computer and includes both volatile and nonvolatile media,removable and non-removable media. By way of example, and notlimitation, computer-readable media can comprise computer storage mediaand communication media. Computer storage media includes both volatileand nonvolatile, removable and non-removable media implemented in anymethod or technology for storage of information such ascomputer-readable instructions, data structures, program modules, orother data. Computer storage media includes, but is not limited to, RAM,ROM, EEPROM, flash memory or other memory technology, CD-ROM, digitalversatile disk (DVD) or other optical disk storage, magnetic cassettes,magnetic tape, magnetic disk storage or other magnetic storage devices,or any other medium which can be used to store the desired informationand which can be accessed by the computer.

Communication media typically embodies computer-readable instructions,data structures, program modules, or other data in a modulated datasignal such as a carrier wave or other transport mechanism, and includesany information delivery media. The term “modulated data signal” means asignal that has one or more of its characteristics set or changed insuch a manner as to encode information in the signal. By way of example,and not limitation, communication media includes wired media such as awired network or direct-wired connection, and wireless media such asacoustic, RF, infrared and other wireless media. Combinations of the anyof the above should also be included within the scope ofcomputer-readable media.

With reference again to FIG. 17, the exemplary environment 1700 forimplementing various aspects of the innovation includes a computer 1702,the computer 1702 including a processing unit 1704, a system memory 1706and a system bus 1708. The system bus 1708 couples system componentsincluding, but not limited to, the system memory 1706 to the processingunit 1704. The processing unit 1704 can be any of various commerciallyavailable processors. Dual microprocessors and other multi-processorarchitectures may also be employed as the processing unit 1704.

The system bus 1708 can be any of several types of bus structure thatmay further interconnect to a memory bus (with or without a memorycontroller), a peripheral bus, and a local bus using any of a variety ofcommercially available bus architectures. The system memory 1706includes read-only memory (ROM) 1710 and random access memory (RAM)1712. A basic input/output system (BIOS) is stored in a non-volatilememory 1710 such as ROM, EPROM, EEPROM, which BIOS contains the basicroutines that help to transfer information between elements within thecomputer 1702, such as during start-up. The RAM 1712 can also include ahigh-speed RAM such as static RAM for caching data.

The computer 1702 further includes an internal hard disk drive (HDD)1714 (e.g., EIDE, SATA), which internal hard disk drive 1714 may also beconfigured for external use in a suitable chassis (not shown), amagnetic floppy disk drive (FDD) 1716, (e.g., to read from or write to aremovable diskette 1718) and an optical disk drive 1720, (e.g., readinga CD-ROM disk 1722 or, to read from or write to other high capacityoptical media such as the DVD). The hard disk drive 1714, magnetic diskdrive 1716, and optical disk drive 1720 can be connected to the systembus 1708 by a hard disk drive interface 1724, a magnetic disk driveinterface 1726 and an optical drive interface 1728, respectively. Theinterface 1724 for external drive implementations includes at least oneor both of Universal Serial Bus (USB) and IEEE 1394 interfacetechnologies. Other external drive connection technologies are withincontemplation of the subject innovation.

The drives and their associated computer-readable media providenonvolatile storage of data, data structures, computer-executableinstructions, and so forth. For the computer 1702, the drives and mediaaccommodate the storage of any data in a suitable digital format.Although the description of computer-readable media above refers to aHDD, a removable magnetic diskette, and a removable optical media suchas a CD or DVD, it should be appreciated by those skilled in the artthat other types of media which are readable by a computer, such as zipdrives, magnetic cassettes, flash memory cards, cartridges, and thelike, may also be used in the exemplary operating environment, andfurther, that any such media may contain computer-executableinstructions for performing the methods of the innovation.

A number of program modules can be stored in the drives and RAM 1712,including an operating system 1730, one or more application programs1732, other program modules 1734, and program data 1736. All or portionsof the operating system, applications, modules, and/or data can also becached in the RAM 1712. It is appreciated that the innovation can beimplemented with various commercially available operating systems orcombinations of operating systems.

A user can enter commands and information into the computer 1702 throughone or more wired/wireless input devices, e.g., a keyboard 1738 and apointing device, such as a mouse 1740. Other input devices (not shown)may include a microphone, an IR remote control, a joystick, a game pad,a stylus pen, touch screen, or the like. These and other input devicesare often connected to the processing unit 1704 through an input deviceinterface 1742 that is coupled to the system bus 1708, but can beconnected by other interfaces, such as a parallel port, an IEEE 1394serial port, a game port, a USB port, an IR interface, etc.

A monitor 1744 or other type of display device is also connected to thesystem bus 1708 via an interface, such as a video adapter 1746. Inaddition to the monitor 1744, a computer typically includes otherperipheral output devices (not shown), such as speakers, printers, etc.

The computer 1702 may operate in a networked environment using logicalconnections via wired and/or wireless communications to one or moreremote computers, such as a remote computer(s) 1748. The remotecomputer(s) 1748 can be a workstation, a server computer, a router, apersonal computer, portable computer, microprocessor-based entertainmentappliance, a peer device, or other common network node, and typicallyincludes many or all of the elements described relative to the computer1702, although, for purposes of brevity, only a memory/storage device1750 is illustrated. The logical connections depicted includewired/wireless connectivity to a local area network (LAN) 1752 and/orlarger networks, e.g., a wide area network (WAN) 1754. Such LAN and WANnetworking environments are commonplace in offices and companies, andfacilitate enterprise-wide computer networks, such as intranets, all ofwhich may connect to a global communications network, e.g., theInternet.

When used in a LAN networking environment, the computer 1702 isconnected to the local network 1752 through a wired and/or wirelesscommunication network interface or adapter 1756. The adapter 1756 mayfacilitate wired or wireless communication to the LAN 1752, which mayalso include a wireless access point disposed thereon for communicatingwith the wireless adapter 1756.

When used in a WAN networking environment, the computer 1702 can includea modem 1758, or is connected to a communications server on the WAN1754, or has other means for establishing communications over the WAN1754, such as by way of the Internet. The modem 1758, which can beinternal or external and a wired or wireless device, is connected to thesystem bus 1708 via the serial port interface 1742. In a networkedenvironment, program modules depicted relative to the computer 1702, orportions thereof, can be stored in the remote memory/storage device1750. It will be appreciated that the network connections shown areexemplary and other means of establishing a communications link betweenthe computers can be used.

The computer 1702 is operable to communicate with any wireless devicesor entities operatively disposed in wireless communication, e.g., aprinter, scanner, desktop and/or portable computer, portable dataassistant, communications satellite, any piece of equipment or locationassociated with a wirelessly detectable tag (e.g., a kiosk, news stand,restroom), and telephone. This includes at least Wi-Fi and Bluetooth™wireless technologies. Thus, the communication can be a predefinedstructure as with a conventional network or simply an ad hoccommunication between at least two devices.

Wi-Fi, or Wireless Fidelity, allows connection to the Internet from acouch at home, a bed in a hotel room, or a conference room at work,without wires. Wi-Fi is a wireless technology similar to that used in acell phone that enables such devices, e.g., computers, to send andreceive data indoors and out; anywhere within the range of a basestation. Wi-Fi networks use radio technologies called IEEE 802.11(a, b,g, etc.) to provide secure, reliable, fast wireless connectivity. AWi-Fi network can be used to connect computers to each other, to theInternet, and to wired networks (which use IEEE 802.3 or Ethernet).Wi-Fi networks operate in the unlicensed 2.4 and 5 GHz radio bands, atan 11 Mbps (802.11a) or 54 Mbps (802.11b) data rate, for example, orwith products that contain both bands (dual band), so the networks canprovide real-world performance similar to the basic 10BaseT wiredEthernet networks used in many offices.

What has been described above includes examples of the innovation. Itis, of course, not possible to describe every conceivable combination ofcomponents or methodologies for purposes of describing the subjectinnovation, but one of ordinary skill in the art may recognize that manyfurther combinations and permutations of the innovation are possible.Accordingly, the innovation is intended to embrace all such alterations,modifications, and variations that fall within the spirit and scope ofthe appended claims. Furthermore, to the extent that the term “includes”is used in either the detailed description or the claims, such term isintended to be inclusive in a manner similar to the term “comprising” as“comprising” is interpreted when employed as a transitional word in aclaim.

1-20. (canceled)
 21. A method for strategic planning, comprising:evaluating a current state of a business, wherein the current state ofthe business is associated with one or more criteria of the business;establishing a focus strategy based on one or more of the criteria ofthe business; collecting information from one or more forms pertainingto one or more criteria of the business or the focus strategy; andgenerating a strategy summary based on a subset of the collectedinformation from one or more of the forms and on information associatedwith one or more prior strategies, wherein the evaluating, theestablishing, the collecting, or the generating is implemented at leastin part via a processing unit.
 22. The method of claim 21, comprisingreviewing one or more of the prior strategies.
 23. The method of claim21, comprising reviewing one or more strategy influencers.
 24. Themethod of claim 21, comprising reviewing one or more technology planningguides.
 25. The method of claim 21, comprising reviewing one or morerelated strategies.
 26. The method of claim 21, comprising updating thestrategy summary.
 27. The method of claim 21, wherein the strategysummary comprises one or more strategy metrics.
 28. The method of claim21, comprising rendering the strategy summary in a strategycollaboration session.
 29. The method of claim 21, comprisingdetermining one or more opportunities associated with the current stateof the business.
 30. The method of claim 21, comprising determining oneor more threats associated with the current state of the business.
 31. Asystem for strategic planning, comprising: an assessment componentgenerating one or more queries associated with a current state of abusiness; and an analysis component: evaluating the current state of thebusiness, wherein the current state of the business is associated withone or more strategy influencers; and generating one or more findingsand priorities based on one or more inputs identified by responses toone or more of the queries, wherein at the analysis component or theassessment component is implemented at least in part via a processingunit.
 32. The system of claim 31, comprising a summary manager componentgenerating one or more forms for one or more of the queries or one ormore of the inputs.
 33. The system of claim 31, comprising acollaboration component receiving input from one or more users during acollaboration session.
 34. The system of claim 31, comprising amanagement approval component rendering one or more of the findings andpriorities for presentation.
 35. The system of claim 31, comprising adeployment component communicating one or more of the findings andpriorities to one or more parties.
 36. The system of claim 31, whereinthe analysis component evaluates the current state of the business basedon an information technology operating model (ITOM).
 37. Acomputer-readable storage medium comprising computer-executableinstructions, which when executed at least in part via a processing uniton a computer performs acts, comprising: establishing a current state ofa business function based on one or more strategy influencers;determining a primary focus based on the current state of the businessfunction; updating a strategy summary as a function of the primary focusof the business, wherein the strategy summary identifies one or morestrategic objectives and is based on the primary focus and one or moredimensions comprising one or more of a workforce management dimension, atechnology dimension, a process dimension, or a delivery dimension; andgenerating a strategy map that connects one or more of the strategicobjectives to one or more other strategic objectives via one or morecause-and-effect relationships.
 38. The computer-readable storage mediumof claim 37, comprising soliciting comments or revisions to the strategysummary from one or more leaders.
 39. The computer-readable storagemedium of claim 37, comprising obtaining approval for the strategysummary.
 40. The computer-readable storage medium of claim 37,comprising communicating the strategy summary to one or morestakeholders.